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Pierre DUSSAUGE

Professeur

Stratégie et Politique d’Entreprise

 Profile picture

Biographie

Pierre Dussauge est diplômé d'HEC et Docteur (HDR) en Sciences de Gestion de l'université Paris-Dauphine.
Il a été professeur-visitant de Corporate Strategy and International Business à la Ross Business School de l'université du Michigan de 1991 à 2003 ; il a également enseigné à l'INSEAD (Fontainebleau), à l'IESE (Barcelone), à l'INCAE (Costa Rica), à l'Indian School of Business (Hyderabad), à l'Université Tsinghua (Beijing) etc.

Pierre Dussauge est l'auteur ou le co-auteur de plusieurs livres dans le domaine du management stratégique (Technologie et stratégie d'entreprise, McGraw-Hill, 1987 ; Strategic Technology Management, J. Wiley & Sons, 1992 ; Stratégie d'entreprise : études de cas, InterEditions, 1993; Les Stratégies d'Alliance, Editions d'Organisation, 1995; Cooperative Strategy, J. Wiley & Sons, 1999 ; Strategor, 2009) ; Les Stratégies d'Alliance s'est vu décerner le prix " Afplane-L'Expansion- McKinsey " du meilleur livre de management en 1995 et Cooperative Strategy a obtenu le prix de la Fondation HEC en 2000. P. Dussauge est également l'auteur de nombreux articles publiés dans des revues académiques ou managériales (Strategic Management Journal, Journal of International Business Studies, Revue Française de Gestion, European Management Journal, Long Range Planning, MIT/Sloan management Review, Financial Times, Les Echos, etc.).

L'essentiel de son activité de recherche est consacrée depuis plusieurs années à l'étude des stratégies d'alliance entre firmes. Pierre Dussauge a également des activités de conseil et de formation auprès de dirigeants d'entreprises tant en Europe qu'aux Etats-Unis ; il a notamment travaillé avec : Mars, Fiat, Schneider, Péchiney, EADS, Generali, SCOR, SNCF, American Airlines, DuPont de Nemours, IBM, APEX, Suez, Unilever, France-Telecom, Neopost, Air France - KLM, Publicis, etc.

Articles scientifiques

La technologie, source d'avantage concurrentiel

Revue Française du Marketing, 1988, vol. 117, n° 2, pp 33-54

Stratégies relationnelles et stratégies d'alliances technologiques

Revue Française de Gestion, mars-avril-mai 1988, n° 68, pp 7-9

Technologie et Stratégie

Harvard L'Expansion, été 1986, pp 62-81

Les multinationales : champions nationaux ou citoyens du monde ?, Une question d'identité

Revue Française de Gestion, septembre-octobre 1984, n° 47-48, pp 97-103

How Do Firm Political Connections Impact Foreign Acquisitions? The Effects of Decision Makers’ Political and Firm Embeddedness

Global Strategy Journal, aout 2018, vol. 8, n° 3, pp 421-446

Firm Non-Market Capabilities and the Effect of Supranational Institutional Safeguards on the Location Choice of International Investments

Strategic Management Journal, 2018, vol. 39, n° 10, pp 2770-2793

Disentangling the Performance Effects of Efficiency and Bargaining Power in Horizontal Growth Strategies: An Empirical Investigation in the Global Retail Industry

Strategic Management Journal, mai 2015, vol. 36, n° 5, pp 745-757

The Expansion of Emerging Economy Firms into Advanced Markets: The Influence of Intentional Path-Breaking Change

Global Strategy Journal, mai 2014, vol. 4, n° 2, pp 75-103

Does pre-entry licensing undermine the performance of subsequent independent activities? Evidence from the global aerospace industry, 1944-2000

Strategic Management Journal, mars 2013, vol. 34, n° 3, pp 358-372

Ouvrages

Strategor - 7e édition

Dunod, Paris

Strategic Technology Management

John Wiley & Sons

Technologie et stratégie d'entreprise

McGraw-Hill

Stratégie, structure, décision, identité : politique générale d'entreprise

Dunod, Paris

Cooperative Strategy - Competing Successfully through Strategic Alliances

Renning University Press

Cooperative Strategy - Competing Successfully through Strategic Alliances

John Wiley & Sons

L'industrie française de l'armement

Economica

Strategie Aliansow na Rynku, traduction polonaise de : Les Stratégies d'alliance

Poltext

Les stratégies d'alliance

Editions d'Organisation, Paris

Perspectives en management stratégique ; tome II : 1993-1994

Economica

Chapters edited in books

Alliances, Joint Ventures and Chinese Multinationals

Chinese Multinationals, J. P. Larçon (Ed.), World Scientific - Imperial College Press

The Challenge of Teaching "Soft" Subjects to MBAs: How Using Mini-Cases Can Help

Teaching And Learning At Business Schools, P. Martenson, M. Bild, K. Nilsson (Eds), Gower Press

Stratégies de croissance et développement de l'entreprise

Mba : L'Essentiel Du Management Par Les Meilleurs Professeurs, Editions d'Organisation, Paris, 141-162

The determinants of inter-partner learning in alliances: An empirical study in e-commerce

Strategic Capabilities And Knowledge Transfer Within And Between Organizations, A. Capasso, G. B. Dagnino, A. Lanza (Eds), Edward Elgar Publishers, Londres, 275-305

Formation et gouvernance des alliances entre concurrents : une approche par les ressources

Perspectives En Management Stratégique, H. Laroche, P. Joffre, F. Fréry, EMS Management et Sociétés, 15-36

The Market Share Impact of Interpartner Learning in Alliances: Evidence from the Global Auto Industry

Cooperative Strategies And Alliances, F. J. Contractor, P. Lorange (Eds), Pergamon

Alliances offensives : le retard de l'Europe

L'Art De L'Entreprise Globale, Guide De La Mondialisation, Village Mondial, Financial Times, Les Echos, 122-129

Strategic Alliances: Why Europe Needs to Catch Up

Mastering Global Business, The Financial Times - FT Pitman Publishing, 151-155

Acquiring Partner's Capabilities: Outcomes of Scale and Link Alliances between Competitors

Managing Strategically In An Interconnected World, 1997 Sms Best Paper Proceedings, M. Hitt, J. E. Ricart, R. D. Nixon (Eds), Editions Belin

Nouvelles frontières

Cases In Hospitality Strategy And Policy, R. C. Lewis (Ed.), John Wiley & Sons, 319-335

Actes de conférence

The Influence of Country and Firm Networks on International Alliance Formation

The Effects of Diplomacy, Institutions and Political Connections on Firms’ Choice of FDI Location

Meeting Abstract Supplement , 2015 , 1 , 14998 (J. ALBINO PIMENTEL)

Escaping from the Bear’s Embrace: State-Owned Enterprises and International Expansion

Meeting Abstract Supplement , 2014 , 1 , 15045 (K. KALASIN, M. RIVERA-SANTOS)

Home-Host Ties, Firm-Specific Political Resources and International Expansion Strategies

Meeting Abstract Supplement , 2014 , 13672 (J. ALBINO PIMENTEL)

Cahiers de recherche

Can New Ventures Control Learning and Leakage in Alliances? The Partial Trade-off between Knowledge Acquisition and Protection in Partnerships Formed by Newly Created Businesses

Mimeo , 2019

The Size-Profitability Relationship Re-Visited : The Effect of Mode of growth on Efficiency and Bargaining Power

Mimeo , 2019

Cas pédagogiques

L’Oréal: Attracting the Next Billion Consumers

After the Spin-off from Accor: Creating a New Strategy for Edenred

The case describes the process through which the “prepaid services” division of the Accor hotel group was spun off in 2010 as Edenred, an independent publicly traded company. It goes on to explain what prepaid services are and to describe the prepaid services industry, before focusing on Edenred itself. Finally, it points out changes occurring in and around the industry that might undermine the future profitability of the industry as a whole and of Edenred in particular. Students are asked to suggest possible strategies for the future in order to maintain the abnormally high profitability Edenred has enjoyed for many years. , 2014 , Business strategy; Two-sided markets; Network externalities; Unusual business models; Government support; Tax incentives; Spin-offs; De-mergers; Digitalisation (http://www.ccmp.fr/collection-hec-paris/cas-after-the-spin-off-from-accor-creating-a-new-strategy-for-edenred)

Après la scission du Groupe Accor : Une nouvelle stratégie pour Edenred

The case describes the process through which the 'prepaid services' division of the Accor hotel group was spun off in 2010 as Edenred, an independent publicly traded company. It goes on to explain what prepaid services are and to describe the prepaid services industry, before focusing on Edenred itself. Finally, it points out changes occurring in and around the industry that might undermine the future profitability of the industry as a whole and of Edenred in particular. Students are asked to suggest possible strategies for the future in order to maintain the abnormally high profitability Edenred has enjoyed for many years. The Edenred case is typically adapted to MBA, Masters in Management or Executive Education audiences. The discussion can last anywhere from 1.5 to 3 hours, depending on the amount of 'number crunching' students are asked to do. This case can serve several purposes, depending on the course in which it is taught. The main focus of the case is on unusual business models and two-sided markets. This fits well towards the end of a Business Strategy course or the end of the Business Strategy part of a full Strategy or Strategic Management course. In addition, other topics that can be covered using this case are diversification and synergies as well as refocusing and spin-off. , 2014 , Stratégie d'entreprise, marchés à double face, externalités de réseau, modèles économiques alternatifs, soutien gouvernemental, avantages fiscaux, spin, off, scission, digitalisation. (http://www.ccmp.fr/collection-hec-paris/cas-apres-la-scission-du-groupe-accor-une-nouvelle-strategie-pour-edenred)

Competing Through Alliances in the Airline Industry: The Air France-KLM / Delta Air Lines Joint Venture

Air France KLM and Delta Airlines formed a revenue and cost sharing Joint Venture that includes all transatlantic routes of the two airlines. In 2011, this joint venture generated sales of over € 12 billion. The case describes the airline industry, focusing in particular on the fact that airlines have formed alliances and joint ventures on a scale unheard of in other industries. It then presents Air France KLM and Delta, the partner firms, and provides a detailed description of their joint venture, its organization, structure and operations. It also mentions tensions that have arisen between the partners over time. Participants are asked to analyze the data in the case from the point of view of the Air France KLM management, analyze what the JV contributes to Air France KLM, identify sources of conflict and potential threats and finally suggest changes to the JV agreement that can resolve these issues. , 2013 , Business strategy, Industry analysis, Strategic alliance, Joint venture, Airline industry (http://www.ccmp.fr/collection-hec-paris/cas-competing-through-alliances-in-the-airline-industry-the-air-france-klm-delta-air-lines-joint-venture)

NEOPOST

This case presents the tremendous improvement in performance of Neopost, the world's second largest producer of franking machines, during the 2000-2005 period, following a successful leveraged buy out. The objective of the case is to disentangle the relative influence of firm strategy vs industry-wide features on firm performance. Students are asked to analyse Neopost's turnaround strategy, recommend ways to further improve the company's performance and suggest new avenues for growth. Most students will argue that Neopost's turnaround is due to their bold strategy which has resulted in the creation of a significant competitive advantage. During the case discussion, closer examination of the data should lead to a revision of this view: Neopost is in an abnormally profitable business and still lags behind industry leader Pitney-Bowes in terms of profitability. Their recent recovery is due more to 'good management' and improvements in their basis key management indicators than to any clearly identified competitive advantage. This then leads to an analysis of the industry and of all the industry factors that allow for such exceptional levels of profitability. In light of this analysis, the challenge for Neopost then becomes how to continue growing and gaining market share, vis-a-vis Pitney-Bowes, without initiating a price war that would be detrimental to them both. , 2008 , Growth strategies; Industry analysis; Related diversification; Industry vs firm specific drivers of performance; Oligopoly; Barriers to entry; Multi domestic industry

Domino's Pizza

Domino's Pizza, leader mondial de la livraison de pizzas à domicile, a entrepris depuis quelques années d'internationaliser ses activités. Dans certains pays (Japon, Mexique, Royaume-Uni...), c'est le succès, dans d'autres (France, Espagne, Allemagne...), c'est l'échec. Pourquoi la formule à l'origine de la réussite de l'entreprise aux Etats-Unis marche-t-elle dans certains pays et pas dans d'autres ? , 1997 , Internationalisation , Industries globales , Contexte local , Marques mondiales , Franchise , Stratégie mondiale (http://www.ccmp.fr/collection-ccmp/cas-dominos-pizza)

Articles scientifiques

La technologie, source d'avantage concurrentiel

Revue Française du Marketing, 1988, vol. 117, n° 2, pp 33-54

Stratégies relationnelles et stratégies d'alliances technologiques

Revue Française de Gestion, mars-avril-mai 1988, n° 68, pp 7-9

Technologie et Stratégie

Harvard L'Expansion, été 1986, pp 62-81

Les multinationales : champions nationaux ou citoyens du monde ?, Une question d'identité

Revue Française de Gestion, septembre-octobre 1984, n° 47-48, pp 97-103

Ouvrages

Strategor - 7e édition

Dunod, Paris

Strategic Technology Management

John Wiley & Sons

Technologie et stratégie d'entreprise

McGraw-Hill

Stratégie, structure, décision, identité : politique générale d'entreprise

Dunod, Paris

Chapters edited in books

Alliances, Joint Ventures and Chinese Multinationals

Chinese Multinationals, J. P. Larçon (Ed.), World Scientific - Imperial College Press

The Challenge of Teaching "Soft" Subjects to MBAs: How Using Mini-Cases Can Help

Teaching And Learning At Business Schools, P. Martenson, M. Bild, K. Nilsson (Eds), Gower Press

Stratégies de croissance et développement de l'entreprise

Mba : L'Essentiel Du Management Par Les Meilleurs Professeurs, Editions d'Organisation, Paris, 141-162

The determinants of inter-partner learning in alliances: An empirical study in e-commerce

Strategic Capabilities And Knowledge Transfer Within And Between Organizations, A. Capasso, G. B. Dagnino, A. Lanza (Eds), Edward Elgar Publishers, Londres, 275-305

Actes de conférence

The Influence of Country and Firm Networks on International Alliance Formation

The Effects of Diplomacy, Institutions and Political Connections on Firms’ Choice of FDI Location

Meeting Abstract Supplement , 2015 , 1 , 14998 (J. ALBINO PIMENTEL)

Escaping from the Bear’s Embrace: State-Owned Enterprises and International Expansion

Meeting Abstract Supplement , 2014 , 1 , 15045 (K. KALASIN, M. RIVERA-SANTOS)

Home-Host Ties, Firm-Specific Political Resources and International Expansion Strategies

Meeting Abstract Supplement , 2014 , 13672 (J. ALBINO PIMENTEL)

Cahiers de recherche

Can New Ventures Control Learning and Leakage in Alliances? The Partial Trade-off between Knowledge Acquisition and Protection in Partnerships Formed by Newly Created Businesses

Mimeo , 2019

The Size-Profitability Relationship Re-Visited : The Effect of Mode of growth on Efficiency and Bargaining Power

Mimeo , 2019

Cas pédagogiques

L’Oréal: Attracting the Next Billion Consumers

After the Spin-off from Accor: Creating a New Strategy for Edenred

The case describes the process through which the “prepaid services” division of the Accor hotel group was spun off in 2010 as Edenred, an independent publicly traded company. It goes on to explain what prepaid services are and to describe the prepaid services industry, before focusing on Edenred itself. Finally, it points out changes occurring in and around the industry that might undermine the future profitability of the industry as a whole and of Edenred in particular. Students are asked to suggest possible strategies for the future in order to maintain the abnormally high profitability Edenred has enjoyed for many years. , 2014 , Business strategy; Two-sided markets; Network externalities; Unusual business models; Government support; Tax incentives; Spin-offs; De-mergers; Digitalisation (http://www.ccmp.fr/collection-hec-paris/cas-after-the-spin-off-from-accor-creating-a-new-strategy-for-edenred)

Après la scission du Groupe Accor : Une nouvelle stratégie pour Edenred

The case describes the process through which the 'prepaid services' division of the Accor hotel group was spun off in 2010 as Edenred, an independent publicly traded company. It goes on to explain what prepaid services are and to describe the prepaid services industry, before focusing on Edenred itself. Finally, it points out changes occurring in and around the industry that might undermine the future profitability of the industry as a whole and of Edenred in particular. Students are asked to suggest possible strategies for the future in order to maintain the abnormally high profitability Edenred has enjoyed for many years. The Edenred case is typically adapted to MBA, Masters in Management or Executive Education audiences. The discussion can last anywhere from 1.5 to 3 hours, depending on the amount of 'number crunching' students are asked to do. This case can serve several purposes, depending on the course in which it is taught. The main focus of the case is on unusual business models and two-sided markets. This fits well towards the end of a Business Strategy course or the end of the Business Strategy part of a full Strategy or Strategic Management course. In addition, other topics that can be covered using this case are diversification and synergies as well as refocusing and spin-off. , 2014 , Stratégie d'entreprise, marchés à double face, externalités de réseau, modèles économiques alternatifs, soutien gouvernemental, avantages fiscaux, spin, off, scission, digitalisation. (http://www.ccmp.fr/collection-hec-paris/cas-apres-la-scission-du-groupe-accor-une-nouvelle-strategie-pour-edenred)

Competing Through Alliances in the Airline Industry: The Air France-KLM / Delta Air Lines Joint Venture

Air France KLM and Delta Airlines formed a revenue and cost sharing Joint Venture that includes all transatlantic routes of the two airlines. In 2011, this joint venture generated sales of over € 12 billion. The case describes the airline industry, focusing in particular on the fact that airlines have formed alliances and joint ventures on a scale unheard of in other industries. It then presents Air France KLM and Delta, the partner firms, and provides a detailed description of their joint venture, its organization, structure and operations. It also mentions tensions that have arisen between the partners over time. Participants are asked to analyze the data in the case from the point of view of the Air France KLM management, analyze what the JV contributes to Air France KLM, identify sources of conflict and potential threats and finally suggest changes to the JV agreement that can resolve these issues. , 2013 , Business strategy, Industry analysis, Strategic alliance, Joint venture, Airline industry (http://www.ccmp.fr/collection-hec-paris/cas-competing-through-alliances-in-the-airline-industry-the-air-france-klm-delta-air-lines-joint-venture)

Formation

  • Habilitation à diriger des recherches, Stratégie et Politique d'Entreprise, Université Paris Dauphine - France
  • Doctorat en Sciences de Gestion, Université Paris Dauphine - France
  • Doctorat de 3e cycle en Sciences des Organisations, Université Paris Dauphine - France
  • DEA de gestion, Université Paris Dauphine - France

Nominations académiques

Responsabilités académiques à HEC

  • 2011-2015 Doyen du Corps Professoral Permanent et de la Recherche HEC Paris
  • 2008-2011 Direction académique, Executive MBA d'HEC HEC Paris
  • 2008 Titulaire de la Chaire ACCOR, AIR FRANCE, SNCF sur le "Management des Services" HEC Paris
  • 2006-2008 Directeur académique de TRIUM HEC Paris
  • 2004 Membre du GREGHEC (CNRS) HEC Paris
  • 1996 Professeur HEC Paris
  • 1990-1996 Professeur Associé, Stratégie et Politique d'Entreprise HEC Paris
  • 1982-1990 Professeur assistant, Stratégie et Politique d'Entreprise HEC Paris

Activités scientifiques

Adhésion à l'organisation académique ou professionnelle

  • Membre de la Strategic Management Society (SMS)
  • Membre de l'Academy of Management (AOM)
  • Membre de l'Association Internationale de Management Stratégique (AIMS)
  • Membre du Comité Exécutif de la European Management Association (EURAM)

Activités scientifiques

  • Rapporteur pour Organization Science
  • Rapporteur pour la Revue Française de Gestion
  • Rapporteur pour La Revue d'Economie Politique
  • Membre du comité éditorial de Strategic Management Journal
  • Rapporteur, Journal of Management Studies
  • Membre du comité éditorial de Finance-Contrôle-Stratégie
  • Membre du comité éditorial de la revue sur Internet M@n@gement
  • Rapporteur pour Management Science
  • Membre du Comité scientifique de Management International
  • Rapporteur pour Defense Economics
  • janvier 2002-janvier 2005 Rédacteur en Chef de la revue de l'EURAM (European Management Review)

  • Conference organisation

  • Co-organisateur de la conférence annuelle de l'EURAM
  • 2001-2001 Membre de l'Executive Committee de la Conférence de l'European Academy of Management : "European Management Research: Trends and Challenges", IESE, Barcelone
  • 1999- Membre du Comité Scientifique de la VIIIe Conférence de l'AIMS, Paris
  • 1996- Membre du Comité Scientifique de la Ve Conférence de l'AIMS, Lille
  • 1996-1996 Membre du Comité Scientifique de la CEMS Academic Conference, St Gallen
  • 1992-1992 Président du comité d'organisation de la 2ème Conférence Internationale de Gestion Stratégique, Groupe HEC
  • Prix ​​& honneurs

    Adhésion à l'organisation académique ou professionnelle

    • 2016 Nominee for the 2016 SMS Annual Conference Best Paper for "Contrasting Effects of Board and Top Management Political Connections on Acquisition and International Expansion Strategies", Working Paper, João Albino Pimentel, Rahul Anand, and Pierre Dussauge
    • 2007 « Highly Commended Paper Award » décerné par Emerald Group Publishing au papier "Value Creation and Appropriation in Multilaterally Connected Firms: The Role of Resource Complementarity And Resource Incompatibility" lors de la conference annuelle de l'EURAM, 16-19 mai 2007
    • 2002 BNP Paribas Pierre Vernimmen Teaching Award
    • 2000 Nomination pour le prix McKinsey du meilleur papier présenté à la conférence la SMS pour "Creating and Protecting Resources: Formation and Governance of Scale and Link Alliances between Competitors"
    • 1999 Prix de la Fondation HEC pour l'ouvrage "Cooperative Strategy - Competing Successfully through Strategic Alliances", J. Wiley, 1999 (en coll. avec B. Garrette)
    • 1998 "Stylo d'Or" des meilleurs cas, décerné par la Centrale de Cas et de Médias Pédagogiques
    • 1995 Prix AFPLANE - l'Expansion - McKinsey du meilleur livre de Management pour Les stratégies d'alliance
    • 1989 Prix Harvard-L'Expansion pour l'ouvrage : Technologie et Stratégie d'Entreprise, McGraw-Hill, 1987